Abu Dhabi –Airport Road (sheika Jameela) Tower, 12th Floor

2012

Quality Management Type of Quality Functions

Yasmeen Hekmat Odeh

Ominx International

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Table of Content Subjects Page

(1.0) Introduction 2

(1.1) Benefits of quality management 3 (1.2) Changing criteria quality 4 (1.3) Efficiency Vs. Effectiveness 4 (1.4) The quality framework 5 (1.5) How to write effective test cases 6 (1.6) Drivers of quality 8

(2.0) Quality and Quality management 11

(2.1) Definition of quality 11 (2.2) Definition of management quality and why we

need to manage quality 12

(2.3) The risk of manage quality 12 (2.4) Quality standards 12 (2.5) The principles of quality 13 (2.6) Dimensions of quality 15 (2.7) Seven quality tools 16 (2.8) Common meaning of quality 20

(3.0) Quality certification 21

(3.1) ISO 9000 series certification 21

(3.2) ISO 9001:2000 certification 22

(3.3) QS 9000 certificating 24 References 25

2

(1.0) Introduction

Customer satisfaction is essential for any business.

Working to recognized quality management standards can

help you to meet customer expectations and ensure a

benchmark for your product or service.

Quality management standards provide a framework for a

business to manage its processes and activities. They can

help you improve efficiency by providing a best practice

model for you to follow.

To meet a quality management standard you need to set up

systems to improve the key processes you use to provide

your products and services - allowing you to deliver consis-

tently on your promises.

The ISO 9000 series is the best known set of standards

against which you can measure your quality management

system. Achieving it could give you an edge over competi-

tors. Equally, many large businesses and public sector or-

ganizations only offer contracts to suppliers with ISO 9001

certification. This guide explains how you can benefit from

setting up a quality management system and achieve certifi-

cation against a quality standard. [Ref. 1]

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(1.1) Benefits of quality management

Quality management has many advantages. The important ones are shown

in Fig. [1.1]

Fig. [1.1] Benefits of Quality Management

All over the world, many industries, service organizations and educational

institutions have implemented quality systems. There have been several success

stories and few failures. Result in the following benefits:

Reduction in complaints from customers, both internal and external.

Reduction in cost of the product.

Reduction in production time.

Increase system efficiency.

Increase moral of workmen.

Increase customer satisfaction.

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(1.2) Changing criteria of Quality

The quality itself is undergoing change. There has been a shift in under-

standing quality. Thus, change is deliberate and has inheritance advantages.

Quality in yesterday Quality in 21st century

Product quality was the key. Customer requirement is the key

Focused in product and service. Focused on all business tasks.

Corrective methods were followed. Preventive methods are followed

Responsibility lied with quality de-

partment.

Responsibility lies with every employee.

Quality was a function. Quality is a strategy.

Result was important. Process is important.

Quality was measured by product

attributes.

Quality is measured by cost of quality

Quality champions were the quality

employers

Quality champions are the top manage-

ment team.

Mainly the system was focused Mainly both the system and human

component are focused.

Quality was considered to be a tool Quality is considered to be a process

philosophy

(1.3) Efficiency and Effectiveness

It is said that the different between efficiency and effectiveness is the differ-

ent between „Doing things right‟ and „Doing right things‟. Quality should encom-

pass both efficiency and effectiveness. That is „Doing rights thins right‟.[Ref.2]

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(1.4) The Quality framework

The Quality Framework forms the basis of the quality assurance system. It

comprises four interconnected building blocks see Fig. [1.2]

1. Quality Standards

2. Centre Development Planning

3. Internal Centre Evaluation

4. External Centre Evaluation

Fig. [1.2] The Quality Framework

Quality Standards are at the core, as they inform the other key aspects of the

framework. Stakeholders are encouraged to work towards continuous improvement

through engagement in the processes of planning and evaluation. Centre‟s should

carry out an Internal Centre Evaluation annually and should engage in the Centre

Development Planning process every 3-5 years where appropriate. External Centre

Evaluation is to become an essential part of the overall approach to quality assur-

ance. The Department of Education and Science Inspectorate has responsibility for

the quality of education provided in Centre‟s for Education under the 1998 Educa-

tion Act and therefore will be responsible for the External Evaluation of cen-

ters.[Ref.3]

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(1.5) How to write effective test cases?

WHAT IS A TEST CASE?

A test case has components that describe an input, action or event and an ex-

pected response, to determine if a feature of an application is working correctly.

LVELS FOR TEST CASES

There are levels in which each test case will fall in order to avoid duplication

efforts.

Level 1: In this level you will write the basic test cases from the available specifi-

cation and user documentation.

Level 2: This is the practical stage in which writing test cases depend on actual

functional and system flow of the application.

Level 3: This is the stage in which you will group some test cases and write a test

procedure.

Level 4: Automation of the project. This will minimize human interaction with

system and thus QA can focus on current updated functionalities to test rather than

remaining busy with regression testing.

WHY WE WEITE TEST CASES?

The basic objective of writing test cases is to validate the testing coverage of

the application. If you are working in any CMMi company then you will strictly

follow test cases standards. So writing test cases brings some sort of standardiza-

tion and minimizes the ad-hoc approach in testing.

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HOW TO WRITE TEST CASES?

Fields in test cases:

- Test case id

- Unit to test: What to be verified?

- Assumptions

- Test data: Variables and their values

- Steps to be executed

- Expected result

- Actual result

- Pass/Fail

- Comments

So here is a basic format of test case statement:

- Verify

- Using [tool name, tag name, dialog, etc.]

- With [conditions]

- To [what is returned, shown, demonstrated]

Verify: Used as the first word of the test case statement.

Using: To identify what is being tested. You can use „entering‟ or „selecting‟ here

instead of using depending on the situation.

For any application basically you will cover all the types of test cases including

functional, negative and boundary value test cases.

Keep in mind while writing test cases that all your test cases should be simple and

easy to understand.[Ref.4]

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(1.6) Drivers of Quality

Every change is made effective by certain drivers of quality. If quality man-

agement principles are to be followed in industries, one or more of the following

drivers are essential:

1) Competition in the market

Market situation is the key issue for any industry. In the erstwhile protected

market, manufacturers have been producing components as they wanted and

were able to sell theirs in the market. [Ref.5]

2) Knowledge explosion

The knowledge explosion taking place in 21st century drivers changes to-

wards quality initiatives in two ways:

- It helps in marking people understand their ignorance, lake of knowledge in

doing the right things, the right way. Once they realize there present posi-

tion, they naturally wish to improve. Thus, knowledge explosion becomes a

driver for quality initiatives.

- It (knowledge explosion) helps in knowing the latest developments, tools

available for improvement, etc. Having equipped with such modern tools, it

is obvious that anyone will be tempted to use it and improve. Hence know-

ledge explosion also turns out to be good drivers of quality.

3) Customers

In a customer driven organization quality is established with a focus on sa-

tisfying or exceeding the requirements, expectations, needs, and preferences of

customers. Customer driven quality is a common culture within many organiza-

tions.

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4) Products / Services

A culture of product / service-driven quality was popular in the early stages

of quality improvement. Conformance to requirements and zero defect concepts

have roots in producing a product / service that meets stated or documented re-

quirements.

In some cases, product / service requirements originate from customer require-

ments, thereby creating a common link to customer-driven quality, but the focus of

the culture is on the quality of the product/ service.

If the customer requirements is accurately stated and designed into the production /

service delivery process, then as long as the product / service meet the require-

ments, the customer should be satisfied. This approach is common in supporting

the ISO 9001-based quality management system.

5) Employee Satisfaction

This concept is that an organization takes care of employee‟s needs so that

they can be free to worry only about the customer. Employee satisfaction is a pri-

mary measure of success for this type of organization.

6) Organizational focus

Some organizations tend to focus on total organizational quality while others

are quite successful at using a segmented approach to implementing quality.

7) Threat for survival

As long as the existence in not questioned, one tends to be lethargic in

talking initiatives. But when the survival is questionable on one will hesitate to

take initiatives. The present market in India is posting a threat to many indus-

tries. Hence many are opting for quality certification, etc. Threat for survival is

the best driver for quality initiatives.

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8) Demand from stakeholders

Customers have a greater say in present, day industries. All the stake-

holders of the industry become external customer. Hence if they demand for

changes and want the quality management principles to be implemented in the

company then the company is obligate to do the same. Hence this wills also be

an effective driver.

9) Desire to do better

This is an internal motivation/self-motivation which some people have.

There will be an inner desire to do better always and excel in their work. This

will drive people to go in for quality initiatives.[Ref.6]

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(14.0)

(2.0) Quality and quality management

An organization wills benefit from establishing an effective quality man-

agement system (QMS). The cornerstone of a quality organization is the concept of

the customer and supplier working together for their mutual benefit. For this to be-

come effective, the customer-supplier interfaces must extend into, and outside of,

the organization, beyond the immediate customers and suppliers.

A QMS can be defined as:

“A set of co-ordinate activities to direct and control an organization in order

to continually improve the effectiveness and efficiency of its performance.”

These activities interact and are affected by being in the system, so the isolation

and study of each one in detail will not necessarily lead to an understanding of the

system as a whole. The main thrust of a QMS is in defining the processes, which

will result in the production of quality products and services, rather than in detect-

ing defective products or services after they have been produced.

(2.1) DIFINITION OF QUALITY?

Quality management is an organization-wide approach to understanding precisely

what customers need and consistently delivering accurate solutions within budget,

on time and with the minimum loss to society. [Ref.7]

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(2.2) DEFINITION OF MANAGING QUALITY AND

WHY WE NEED TO MANAGE QUALITY?

A system by which an organization aims to reduce and eventually elimi-

nate nonconformance to specifications, standards, and customer expectations in the

most cost effective and efficient manner.

The effective management of quality not only creates value for an organization

and its stakeholders but also manages its exposure to risk and can make the differ-

ence between success and failure.[Ref.8]

(2.3) THE RISK OF MANAGE QUALITY?

- Failure in the quality of your product or service.

- Not identifying trends in customer needs.

- Not meeting customer, legal or industry requirements.

- Your product, service or facilities harming an individual, society or the envi-

ronment.

- Suppliers compromising your product or service quality, or delivery

- Losing customer data or property.

- Your product or service becoming too expensive for the target market.

(2.4) QUALITY STANDARDS?

Quality Standards are statements outlining the key elements of a quality pro-

grammed. They can also be described as elements of good practice. In this docu-

ment the Quality Standards are outlined in table form.

Quality management system (QMS) standards establish a framework for how a

business manages its key processes. They can help whether your business offers

products or services and regardless of your size or industry. They can also help

new businesses start off on the right foot by ensuring processes meet recognized

standards, clarifying business objectives and avoiding expensive mistakes.

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To comply with the standard you'll first need to implement a QMS. Implementing

a QMS can help your business to:

achieve greater consistency in the activities involved in providing products or

services

reduce expensive mistakes

increase efficiency by improving use of time and resources

improve customer satisfaction

market your business more effectively

exploit new market sectors and territories

manage growth more effectively by making it easier to integrate new em-

ployees

constantly improve your products, processes and systems

(2.5) THE PRINCIPLES OF QUALITY

A quality management principle is a comprehensive and fundamental rule /

belief, for leading and operating an organization aimed at continually improving

performance over the long term by focusing on customers while addressing the

needs of all other stake holders.[Ref. 9]

1- Customer focus

Organizations depend on their customers and therefore should understand

current and future customer needs, meet customer requirements and strive to ex-

ceed customer expectations. Steps in application of this principle are:

1. Understand customer needs and expectations for products, delivery, price,

dependability, etc.

2. Ensure a balanced approach among customers and other stake holders (own-

ers, people, suppliers, local communities and society at large) needs and ex-

pectations.

3. Communicate these needs and expectations throughout the organization.

4. Measure customer satisfaction & act on results and

5. Manage customer relationships.[Ref. 10]

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2- Leadership and business results

Leaders establish unity of purpose and direction of the organization. They

should create and maintain the internal environment in which people can become

fully involved in achieving the organization‟s objectives."

Steps in application of this principle are:

1. Be proactive and lead by example.

2. Understand and respond to changes in the external environment.

3. Consider the needs of all stake holders including customers, owners, people,

suppliers, local communities and society at large.

4. Establish a clear vision of the organization‟s future.

5. Establish shared values and ethical role models at all levels of the organiza-

tion.

6. Build trust and eliminate fear.

7. Provide people with the required resources and freedom to act with respon-

sibility and accountability.

8. Inspire, encourage and recognize people's contributions.

9. Promote open and honest communication.

10. Educate, train and coach people.

11. Set challenging goals and targets, and

12. Implement a strategy to achieve these goals and targets.

3- People and organizational culture

Delivering maximum value through development and involvement of individuals

working in a productive organizational culture

4- Systems thinking

Managing interrelated processes with an integrated approach

5- Business process management

Delivering results through business processes to increase efficiency

6- Fact-based decision making

Ensuring good decision making by using accurate data and facts

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7- Continual improvement

Making performance improvement a perpetual objective

8- Suppliers and partners

Maintaining mutually beneficial relationships to enable value creation

(2.6) Dimensions of Quality

Quality symbolizes many aspects of what customer wants. Some dimen-

sions of quality are given in the table below:[Ref. 11]

Dimensions of Quality

Dimension Description

1. Performance It is the primary operating characteristics, which determines-how

well the product or service performs the intended function.

Example: Durability of batteries, fuel economy of cars, BHP of an

engine, etc.

2. Features These are special features (secondary) which appeal to customers.

Example: Design of seats in a car, look and color of a refrigerator,

etc.

3. Durability It is the time duration or amount of use before being replaced or re-

paired.

4. Reliability Likelihood of breakdown, repair or expected time of fault-free opera-

tion.

5. Serviceability Convenience and cost of repair and maintenance and is related to

ease in resolving the customer complains.

6. Appearance Look, taste, smell, sound or any other effect which is felt by human

senses.

Example: Noise of a refrigerator.

7. Uniformity Limited variations among different products of same type.

8. Consistency and

Conformance

Conformance with standard, matching with documentation, being on-

time, etc.

9. Safety Harmless from health and environment point of view

10. Time Waiting time, completion time for a service.

11. Customer Ser-

vice

After sales service, treatment received during or before sales

12. Compatibility Compatibility of the product/services with existing or standard inter-

faces, peripherals or other attachments, power source, etc.

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(2.7) Seven Quality tools

Cause-and-effect diagram: (also called Ishikawa or fishbone chart): Identifies many possi-

ble causes for an effect or problem and sorts ideas into useful categories. [Ref.12]

17

Check sheet: A structured, prepared form for collecting and analyzing data a generic tool that

can be adapted for a wide variety of purposes.

Control charts: Graphs used to study how a process changes over time.

(also known as Shewhart charts or process-behavior charts, in statistical process control are tools

used to determine whether a manufacturing or business process is in a state of statistical control.)

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Histogram: The most commonly used graph for showing frequency distributions, or how

often each different value in a set of data occurs.

Pareto chart: Shows on a bar graph which factors are more significant.

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Scatter diagram: Graphs pairs of numerical data, one variable on each axis, to look for a

relationship.

Stratification: A technique that separates data gathered from a variety of sources so that

patterns can be seen (some lists replace “stratification” with “flowchart” or “run chart”)

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(2.8) Common meanings of quality:

1) Quality is fitness for use. [Ref.13]

- Quality means the product or service does what it is intended to do.

- Poor quality of a product or service cost users if it doesn't do what it is

supposed to do.

2) Quality is meeting customer expectations.

- Quality is satisfying the customer.

- The customer defines quality.

- The customer perceives the quality of a product or service.

3) Quality is exceeding the customer expectations.

- Quality is the extent to which the customers or users believe the product

or service surpasses their needs and expectations.

- Quality is delighting the customer.

4) Quality is superiority to competitors.

- Quality is how company‟s products and services compare to those of com-

petitors or how they compare to those offered by the company in the past

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(3.0) Quality certification

Possessing something is important. At the same time making others know

that you possess is quality is quality important. In, the world of high competition, if

one lacks in the second aspect, there is very possibility of failure. Quality certifica-

tion helps in making others know that one follows quality procedures.

(3.1) ISO 9000 series certification

Quality certification is the procedure adopted by organizations to let the cus-

tomers and stakeholders knows about the system being followed. It is used as a

made of quality assurance. The international organization for standardization (ISO)

has formulated standers for quality certification. It known as 'ISO 9000' series

certification'. There are three types of quality certificates issued. They are ISO

9000, ISO 9002 and ISO 9003. The guidelines for certification are given in the

standard ISO 9004. The original version was released in 9004. It was then revised

in 2000. This section explains the original version of ISO 9000 followed by ISO

9000:2000 certifications.

ISO 9002 certificate was awarded to organization/industry which has in its fold the

production operation and delivery (Including Inspection, handling, storage, preser-

vation and service).

ISO 9003 certificate was awarded to organization/industry which carried out only

the last function. All marketing agencies and service organization fall under this

category.

The following points are to be noted while assessing an industry based on ISO

9000 classification:

1. ISO series certification needs not necessarily to obtain for the whole indus-

try. Even one department in an industry can go in for certification.

2. ISO 9000 certification only states that the industry has the potential in terms

of processes to produce quality goods. Please note that the certificate dose

not guarantee quality products.

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3. ISO 900 certificate insists that 'document tell that you do and ensure that all

that you do are as per documentation'. It means that if one wants to produce

second rate products and still wish to obtain ISO certification, they can get it

4. Auditing, checks only for the correctness of the processes with reference to

the documentation. Whether the process unitizes the latest technology or not,

is not checked. Hence even inefficient presses can get certified.

5. Auditing team many a times does not consist of experts in the field of the in-

dustry to be certified, as it is not mandatory. One can imagine the situation

where a college is being certified by people who have never been teachers.

(3.2) ISO 9001:2000 certification

As organizations found it difficult to conceptualize and follow the ISO

9000 series certification, consolidation of the ISO clauses was carried out

during the late nineties. Presently any organization can apply for the ISO

9000:2000, whether the organization belongs to a manufacturing, service or

design based sector.

The quality management principles behind the certification were:

Customer focused organization

Leadership

Involvement of people

Process approach

System approach to management

Continual improvement

Factual approach to decision making

Mutual beneficial supplier relationship

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- The ISO 9000:2000 certification consists of:

ISO 9000:2000 – QMS fundamentals and vocabulary

ISO 9000:2000 – QMS requirements

ISO 9000:2000 – QMS guidance for performance improvement

- The Objectives of ISO 9001:2000 certification are:

To demonstrate the organization's ability to provide a product that meets

customer requirements on a continuous and sustainable manner.

To address customer satisfaction through effective application of the system,

including processes, conditional improvement and prevention and non-

conformity.

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(3.3) QS 9000 certificating

ISO 9000 series certification procedures were evolved to improve the

systems in and organization. Many industries have got themselves certifi-

cate as ISO 9001, 9002 or 9003 companies. Even though the acceptance

was widespread, ISO certification did not address a few vital issues. Un-

der these circumstances, the automotive giants in the world Chrysler,

Ford and Motors joined together to formulate standards which are supe-

rior to ISO 9000. These were called QS 9000 standards. QS 9000 is nei-

ther a product standard nor a service standard. QS 9000 is a standard that

organization can and shell meet.

QS 9000 is different from ISO 9000 in the sense that the former has

many mandatory clauses which used words like 'shall' and

'Should'. The QS 9000 document includes.

Quality systems assessment guide

Advanced product quality planning and control plan reference manual

Potential failure mode and effects manual

Production part approval process manual

Measurement system analysis reference manual

Fundamental statistical process control reference manual

QS 9000 is divided into 3 sections:

1- Section I- contains 4 of ISO 9001 and 58 new clauses.

2- Section II- Contains PPA (Production parts Approval), CI (Conti-

nuous improvement ) and MC (Manufacturing capabilities) calcula-

tion methodologies

3- Section III- contains customer specific requirements of Chrysler, Ford

and GM. [Ref. 14]

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References:

Ref.1 http://www.businesslink.gov.uk/bdotg/action/layer?topicId=1074431977

Ref.2 Book total Quality management, L.Suganthi and Anand A. Samuel

Ref.3http://www.youthreach.ie/aatopmenu/Library/qualityframe/Quality%20Standards%20pdf%20web.p

df

Ref.4http://www.softwaretestinghelp.com/how-to-write-effective-test-cases-test-cases-procedures-

and-definitions/

Ref.5 Book total Quality management, L.Suganthi and Anand A. Samuel

Ref.6http://www.bexcellence.org/What-Is-Quality.html

Ref.7 http://www.thecqi.org/Knowledge-Hub/What-is-quality/

Ref.8 http://www.businessdictionary.com/definition/quality-management-system-QMS.html

Ref.9 http://www.globalqualityvillage.com/qmprinciples.php

Ref.10 http://www.thecqi.org/Knowledge-Hub/What-is-quality/The-principles-of-quality/

Ref.11 http://www.transtutors.com/homework-help/industrial-management/total-quality-

management/dimensions-of-quality.aspx

Ref.12 http://asq.org/learn-about-quality/seven-basic-quality-tools/overview/overview.html http://en.wikipedia.org/wiki/Check_sheet http://www.arabicstat.com/board/showthread.php?t=309

Ref.13 http://www.bexcellence.org/What-Is-Quality.html

Ref.14 Book total Quality management, L.Suganthi and Anand A. Samuel

Ref.15 http://www.edrawsoft.com/TQM-Diagrams.php